|Files in This Item:|
|Title: ||Managing for health gain: a question of attitude|
|Affiliation: ||Health Services Resource Centre|
|Publisher: ||Institute of Public Administration (IPA)|
|Issue Date: ||Sep-1993 |
|Description: ||Health Gain has become an increasingly common phrase in the nineties among health care
managers and planners. This brief paper focuses on the implications of this concept for
the healthcare system, with particular reference to its implications for healthcare managers.
The concept of health gain has been closely associated with the work of the Welsh Health
Planning Forum. A key aspect of the Strategic Direction that has been adopted by the
National Health Service in Wales is that it is health gain focussed: RNHS Wales seeks to
add years to life through a reduction in premature death, and life to years through an
improvement in well being for the patients and the population at large
approach acknowledges that the healthgain concept alone does not provide an adequate
strategic direction for the health services, and that it must be supported by two other
themes concurrently: the effective use of resources and a people-centred service.
Doyle has provided a simple, clear definition of hea1th gain:
-Health gain is a descriptive term to indicate that patients, users or
consumers of care should receive an output from their care. The output
should be either an improvement in health status or quality of life; that
is the person receiving care should be better off after the intervention than
they would have been if no service was received".
In this definition, relative improvements in hea1th status are seen as constituting health
gain i.e. there is a gain relative to what would have obtained without the intervention|
|Keywords: ||HEALTH CARE|
QUALITY OF LIFE
|Series/Report no.: ||HSRC|
|Appears in Collections: ||Health Services Resource Centre|
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